Tep business planning in tourism

TOOLKIT
Business Planning
Tourism Enterprise Programme

A helpful guide
to assist you to
focus on the
potential viability
and sustainability
of your business

Version Two: May 2007 TEP T04

FOREWORD

Access to information is consistently noted as both a large concern and gap for tourism
SMMEs. To address this gap in the market, TEP developed a number of practical toolkits
in 2006. DEAT (Department of Environmental Affairs and Tourism) then approached
TEP to create an extensive Toolkit Project.

The objective of the project is to identify and address the needs of Tourism SMMEs for
information and skills through the production and national distribution of practical
and relevant toolkits in five (5) official languages. This will enhance skills and enable
entrepreneurs to be more successful in business, resulting in job creation in the tourism
SMME sector.

The project aims to provide adequate and user-friendly information to the SMME
Tourism Industry in South Africa.

Through this expansion, TEP has a series of eight (8) Toolkits which includes:

• Legalities and Compliances in the Tourism Industry
• Website planning and development in the Tourism Industry
• Business Planning in the Tourism Industry
• Marketing in Tourism
• Quality Assurance and Customer Care
• Tourism Channel
• Communication in Tourism
• Business Administration in Tourism

BUSINESS PLANNING IN THE TOURISM INDUSTRY

The information in this toolkit has been compiled to assist you in your thinking about
what should be included in your business plan. It also aims to increase your level of
business knowledge and your confidence in preparing a reliable business plan. This
Toolkit is targeted at small businesses, people wishing to enter the tourism industry
as entrepreneurs and existing businesses within the industry. The guidelines will
also assist you to focus on the potential viability and sustainability of your business.
Although the information is of a general nature, we are sure that it will guide you
towards ensuring that your company meets industry standards.

We look forward to assisting you to grow within the tourism industry.

Yours in tourism,

TOURSIM ENTERPRISE PROGRAMME
Toolkit Project Team
© Tourism Enterprise Programme


CONTENTS

1. What is a business plan? 5

2. What are the benefits of writing a business plan? 5

3. What are the main content areas that should be included in a

business plan? 5

4. What is the single most important aspect of the business plan? 6

5. What are some of the elements a banker would look for in a business

plan? 7

6. Why should a business plan be done right? 7

7. Checklist for starting a successful business 7

8. Some further issues to consider 10

9. Are you considering buying an existing business? 10

10. Researching your business idea and proposal is very important 13

11. Avoid the common business plan pitfalls 15

12. Some quick tips for writing your business plan 16

13. Suggested business plan format 17

14. Other SMME service providers 19

15. Characteristics of a financially successful business 20

16. Profile of a successful entrepreneur 20

17. What do banks look at when considering a loan? 21

18. Business plan fees 22

19. Examples of financial calculations 22-23



BUSINESS PLAN TOOLKIT 11

1. WHAT IS A BUSINESS PLAN?

A business plan records the series of actions that are required to be carried out in
order to achieve your business goals.

2. WHAT ARE THE BENEFITS OF WRITING A BUSINESS PLAN?

A Business Plan helps you to:

a) develop a competent business strategy;
b) take an objective, critical, unemotional look at the business in its entirety;
c) determine the feasibility and viability of the business;
d) simulate the real situation on paper;
e) think through the important issues methodically;
f ) anticipate problems before they occur;
g) develop an operating tool to manage the business and work towards success;
h) prevent ad hoc decision making;
i) communicate your ideas to various stakeholders.

3. WHAT ARE THE MAIN CONTENT AREAS THAT SHOULD BE INCLUDED IN
A BUSINESS PLAN?

The contents will vary depending on the nature of the business - whether it is
engaged in the service industry or manufacturing, whether it is a start-up, growing
or mature business, etc. It is not the headings in the table of contents that are
important, but the content under each heading in the business plan that is relevant.

The Business Plan would include elements such as:

a) Executive Summary
b) History of the Company
c) Business Objectives
d) Manufacturing Plan
e) Production Plan


BUSINESS PLAN TOOLKIT

f ) Personnel Plan
g) Products and Services
h) Marketing and Sales Plan
i) Competition
j) Research and Development
k) Management Plan
l) Financial Plan
m) Operational Plan
n) Conclusion
o) Supporting Documents and Annexes

When it comes down to it, the business plan is a work of art in its own right and
should express the entrepreneur’s strategy and operational plans. The contents of the
plan must, therefore, be clear and unambiguous.

New Business Idea

Sound Business Plan

Yes No

Clear Business Strategy Vague Business Strategy
Sound Marketing Plan Fuzzy Marketing Plan
Sound Service Plan Questionable Service Plan
Sound Manufacturing Plan Confusing Manufacturing Plan
Sound Financial Plan Unconvincing Financial Plan
Sound People Plan Unresolved People Plan
Sound Operational Plan Obscure Operational Plan

4. WHAT IS THE SINGLE MOST IMPORTANT ASPECT OF THE BUSINESS PLAN?

Investors and bankers focus much attention on the capabilities of the owner
(frequently referred to as “the jockey!”). In other words, the person or people who will
be responsible for ensuring that the business is successful.


BUSINESS PLAN TOOLKIT 15

5. WHAT ARE SOME OF THE ELEMENTS A BANKER WOULD LOOK FOR IN A
BUSINESS PLAN?

a) Did the owner personally do a lot of the “research legwork”?
b) Can the owner substantiate statements made in the business plan?
c) Does the owner understand the financial plan?
d) Does the owner display a passion for the business and being successful?
e) Does the owner have sufficient knowledge of the industry dynamics and the
factors which may affect the industry in which the business will be operating?

6. WHY SHOULD A BUSINESS PLAN BE DONE RIGHT?

a) One vital feature of a business plan is that if you do not do it right, there is a
strong likelihood that the business will not successfully survive the first year
or two.
b) Business planning needs to be undertaken seriously because it is an
important, tangible representation of who you are, what you are and what
you want to be to prospective stakeholders.

7. CHECKLIST FOR STARTING A SUCCESSFUL BUSINESS

General

a) Do you know what it takes?
b) Do you have what it takes?
c) Do you understand the business risks?
d) Do you understand how to reduce business risks?
e) Have you taken any special courses/seminars/training that will help you in
your business?
f ) Is your idea original?
g) Will it be difficult for someone else to have the same idea?
h) Have you checked to see whether other companies offer the same idea?
i) Have you checked the feasibility of your idea with some knowledgeable
people (not necessarily family members)?



j) Have you spoken to a banker about your plans?
k) Have you calculated the potential sales achievable?
l) Have you calculated the potential profitability achievable?
m) Do you know how much money will be required to get the business started?
n) Have you saved enough money to make at least a 25% contribution towards
the required funds to start the business?
o) Do you know what the breakeven sales level (or breakeven volume) is?
p) Do you know when your business will reach the breakeven point?
q) Will you have some money reserves in case of time delays/emergencies?

Your business location is VERY important

a) Have you identified a good location for the business?
b) Did you evaluate several locations before making your final selection?
c) Does the location have expansion possibilities?
d) Have you calculated the shop fitting cost accurately?
e) Will the landlord keep your option open until you are ready to start?
f ) Have you read the lease agreement?

Have you considered the various business risks that will impact on the business?

a) Have you considered what could happen if sales projections are not achieved
in the first few months?
b) Have you considered what could happen if gross profit percentage is not
achieved?
c) Have you considered what could happen if a net loss is made?
d) Have you considered what could happen if the business takes longer to open
its doors than anticipated?
e) Have you considered what would happen if you get sick?

Staff can “make” or “break” you

a) Will you be employing first-class staff?
b) What value will the staff bring to the business?
c) It is usually better not to employ family members.




Promoting your business

a) Have you considered how to promote/market the business?
b) Have you looked at methods/techniques used by other businesses or
competitors?
c) Have you decided to which types of customers you wish to sell?
d) Are businesses in your proposed location doing well?
e) Are businesses similar to yours doing well in general?

Pricing your products

a) Have you considered how to price your products/services?
b) Have you checked with potential customers as to whether the pricing is
acceptable?
c) Do you know what gross profit you should be achieving?

Important REGULATORY Issues

You will need to register:

a) your close corporation/company
b) for personal tax and as a provisional taxpayer
c) for company tax
d) for VAT
e) for PAYE
f ) for UIF

For more information on legal requirements please refer to the “TEP Legal Toolkit”,
which is available for download from www.tep.co.za.

Financial Plan Assumptions

a) Have you considered the assumptions to be incorporated in the financial plan?
• They must be realistic and achievable.
• They must be based on research.
• Remember that all assumptions are interlinked and should make sense.



b) Examples of typical assumptions:
• Time until first sale (time to market)
• Sales volume over time (market share to be captured)
• Rates of depreciation
• Currency conversion rates
• Predicted growth
• Start up costs including capital costs, overheads and costs of sales
• Gross profit percentage
• Payment cycles
• Stock levels

8. SOME FURTHER ISSUES TO CONSIDER

a) A good quality business plan alone is not sufficient to ensure a profitable and
cash positive business.
b) A good quality business plan plus a sound team are the basic cornerstones for
planning a successful, profitable and cash positive business.
c) The vast majority of successful small companies are built around a team and
not a single entrepreneur. For example, they often employ the services of
some or all of the following:

• Competent legal advisor
• Competent accountant
• Competent banker
• Competent business advisor
• Competent sales staff
• Competent production staff
• Competent financial staff

9. ARE YOU CONSIDERING BUYING AN EXISTING BUSINESS?

a) Have you made a list of pros and cons about buying a business that someone
else has started?
b) Are you sure you know the real reason why the owner wants to sell?
c) Have you compared the cost of buying the business with the cost of starting
a new business?



d) Is the stock up to date and in good condition?
e) Are the premises in good condition?
f ) Have you talked to other business people in the area to find out what they
think of the business?
g) Have you talked to some of the main suppliers?
h) Have you talked to a lawyer about your proposal?
i) Have you spoken to the existing accounting firm about this business?
j) Have you undertaken a due diligence of the business?

TYPICAL SUMMARY OF DUE DILIGENCE PROCEDURES

If you are serious about buying a business and do not wish to get into something
over your head, then it is vital to undertake a due diligence of the business you wish
to purchase. Remember, once you have bought a bad business it is very difficult to
get out – rather let a doubtful business opportunity go by. There are always other
opportunities at a more acceptable risk. Dealing with a seller who does not want to
provide information is the first warning sign.

Typical contents of a due diligence summary:

Strategic Overview
a) History and background of the business
b) Examine the industry – growing, mature or declining

Business Operational Overview
a) Directors and senior management
b) Human resources
c) Products and services
d) Premises
e) Production Activities
f ) Research and development

Accounting and Information Systems Overview
a) Business control systems
b) Previous audits
c) Internal controls



d) Information technology
e) Accounting policies

Financial Overview
a) Past financial results
b) Current financials
c) Profit forecasts and budgets
d) Taxation (business tax, VAT, PAYE, SDL, etc.)

Trading Overview
a) Sales activity
b) Customer base
c) Product mix
d) Product pricing
e) Order book
f ) Order backlog
g) Sales and distribution channels
h) Markets and marketing strategy
i) Effects of related businesses in the group
j) Supplier profile
k) Cost of goods sold
l) Operating expenses

Assets Review
a) Property
b) Plane and equipment
c) Inventory
d) Accounts receivable
e) Loans owing to the business
f ) Bank and cash
g) Prepaid expenses, intangibles and other assets

Liabilities Review
a) Long term debt profile
b) Accounts payable
c) Accrued liabilities



Cash Flow Review
a) Working capital management
b) Cash reserves
c) Banking facilities
d) Forecast cash flow

Risk Management
a) Contractual commitments
b) Contingent liabilities
c) Insurance cover
d) Employee benefits
e) Environmental factors

Key Business Success Factors
a) To date, what made the business successful (or not successful)?

Remember that this is a typical list and there may be other factors to investigate in
the circumstances of a particular business and industry.

10. RESEARCHING YOUR BUSINESS IDEA AND PROPOSAL IS VERY IMPORTANT

Useful Websites for Business Planning and Market Research are:

Organisation Website Contact Details

Tourism Enterprise Programme www.tep.co.za
Business Trust www.btrust.org.za
Government Website www.gov.za
Department of Labour www.labour.gov.za
Department of Trade and Industry www.thedti.gov.za
National Treasury - Department of Finance www.finance.gov.za
South African Revenue Services (SARS) www.sars.gov.za
Statistics South Africa www.statssa.gov.za
Proudly South African www.proudlysa.co.za



Gauteng Tourism Authority www.gauteng.net
South African Cities Network www.sacities.net
Bureau of Market Research, UNISA www.unisa.co.za
NAFCOC www.nafcoc.org.za
Trade Edge Business Solutions www.tradeedge.co.za
ECI Africa www.eciafrica.co.za
Umsobomvu Youth Fund www.uyf.org.za
Foundation for Development in Africa www.foundation-
development-africa.orgw
Advertising Standards Authority of South Africa www.asasa.org.za
Future View www.futureview.co.za
SEDA www.seda.org.za
Gauteng Enterprise Propeller (GEP) www.gep.co.za
Association of South African Travel Agents (ASATA) www.asata.co.za
Bed and Breakfast Association of South Africa (BABASA) www.babasa.co.za
Federated Hospitality Industry of Southern Africa (FEDHASA) www.fedhasa.co.za
South African Association for the Conference Industry (SAACI) www.saaci.co.za
South African Tourism Services Association (SATSA) www.satsa.com
Tourism Business Council of South Africa (TBCSA) www.tbcsa.org.za
Tourism Grading Council of South Africa (TGCSA) www.tourismgrading.co.za
Bizland www.bizland.co.za
SME Toolkit www.africa.smetoolkit.org
Business Partners www.businesspartners.
co.za
Khula Enterprise Finance www.khula.org.za
First National Bank www.fnb.co.za
Standard Bank www.standardbank.co.za
ABSA www.absa.co.za
Nedbank www.nedbank.co.za
National Empowerment Fund www.nefcorp.co.za
Bizcommunity www.bizcommunity.com
South Africa Info www.southafrica.info
South Africa Advertising Research Foundation www.saarf.co.za




South African Reserve Bank www.resbank.co.za
South African Chamber of Business www.sacob.co.za
Finmark Trust www.finmarktrust.org.za
Finscope www.finscope.co.za
Exhibition Association of South Africa www.exsa.co.za
Travel News www.travelinfo.co.za
Black Management Forum www.bmfonline.co.za
Catering, Restaurant Food Services Association of South www.catra.co.za
Africa
Franchise Association of South Africa www.fasa.co.za
Department of Environmental Affairs Tourism (DEAT) www.environment.gov.za
Credit Guarantee Insurance Corporation of Africa www.creditguarantee.co.za
Development Bank of South Africa (DBSA) www.dbsa.org
Industrial Development Corporation www.idc.co.za
Gauteng Economic Development Agency www.geda.co.za
Direct Access/Grant Thornton Conference Industry info www.saconference.co.za
Southern African Tourism Services Association (SATSA) www.satsa.co.za

11. AVOID THE COMMON BUSINESS PLAN PITFALLS

Here is a list of common business plan pitfalls to avoid when considering your
business plan:

1 My business is too small to have a business plan.
2 I’ll just get a consultant to write it for me and that will be good enough.
3 Spending money to develop a business plan is such a waste.
4 Trying to assess what can go wrong is a waste of time.
5 Lack of assessment and understanding of the business and financial risks
6 Underestimating how long it takes to build up a good customer base
7 Underestimating the need to advertise and promote in order to create
awareness of the business
8 Underestimating the need to find good staff
9 Excessive length of the business plan, which detracts from the main issues
10 Excessive detail, which clouds the main issues




11 Excessive appendices regarding production/engineering detail, designs, etc.
12 Excessive write-up about the production or engineering process in the body
of the plan
13 Excessive write-up regarding the financials in the body of the plan
14 Irrelevant market and demographic data cluttering up the business plan
15 With all the information on the Internet it is easy to go over the top with
market research.
16 It is easy to get carried away with charts, graphs and figures that do little to
add value to the write-up.
17 Information should be relevant and support the specific business strategies
outlined.
18 Lack of or unrealistic assumptions and projections
19 Projecting too high a level of sales in the first few months to cover inadequacy
of start-up capital available
20 Inadequate thoughtful narrative explaining penetration levels, market growth
and revenue sources
21 Avoid superlatives (e.g. “greatest”, “best”). Rather explain exactly why your
product is the “best”, for example.
22 Avoid use of non-assertive language. This includes vague, qualifying words
such as “might”, “probably”, “maybe” and “perhaps” that can have a subtly
negative effect on the reader. Be positive and definitive.
23 First impressions count. Check for spelling mistakes, grammar, punctuation,
unprofessional language, numbers that do not total and poor organisation/
logic of the business plan.
24 Grudgingly prepared because the business plan is needed to raise finance
and never really referred to again
25 Using Internet business plan templates in a mechanical way without making
them specific to your actual business.

12. SOME QUICK TIPS FOR WRITING YOUR BUSINESS PLAN

1 Don’t just start writing
2 Plan out the entire process before beginning
3 Have a brainstorming session with partners, trusted associates, people who
know the business and a business advisor to get a few different views



4 Perform research and develop strategies first
5 ENSURE THAT YOUR BUSINESS IDEA IS FEASIBLE AND VIABLE
6 Limit your written plan to no more than 30-50 pages
7 Limit the executive summary to a maximum of 2 pages
8 Include supporting documentation in the annexes/appendices
9 Prepare realistic financial projections
10 Use graphics to highlight critical matters, but do not get carried away
11 Research your competition particularly well and find out what makes them
strong or weak
12 Obtain brochures, product catalogues, website information, etc. from similar
businesses
13 Define your service well – explain carefully what market need your product/
service will address
14 Think through how your product/service will be different from similar services
already provided
15 Explain how the “widgets” will actually be sold to the specific clients identified
16 Ask a few trusted business people to review your plan
17 Support assumptions with independent sources as far as possible
18 Go the extra mile in devoting time to preparing and discussing the content
of the business plan
19 Gather reliable business information
20 Focus on the CASH FLOW of the business and then focus on the CASH FLOW
of the business and then focus on the CASH FLOW of the business!!!!!!

13. SUGGESTED BUSINESS PLAN FORMAT

A business plan format is a useful guideline to structure your thoughts into a logical
business plan. However, do not think that these are the only items. Delete or add to
the business plan format as you see fit in order to properly explain your business to
relevant stakeholders.

1. Executive Summary
2. Business Strategy
2.1 “What is it?”
2.2 Business Life Cycle
2.3 Vision



2.4 Mission
2.5 Medium to Long Term Business Objectives
3. Marketing Plan
3.1 Market Assessment
3.2 Market Segments
3.3 Target Markets
3.4 Specific Customers
3.5 Product
3.6 Pricing
3.7 Location
3.8 Promotion
3.9 Marketing Mix
3.10 SWOT Analysis
3.11 Competitor Analysis
4. Management Plan
4.1 Structure
4.2 Experience Qualifications
5. Financial Plan
5.1 Assumptions
5.2 Required Business Investment
5.3 Summarised Income Statement for Year 1
5.4 Breakeven Sales
5.5 Breakeven Sales Safety Margin
5.6 Summarised Cash Flow Projection for Year 1
5.7 Cash Safety Margin for Year 1
5.8 Balance Sheet Projection for Year 1
5.9 Financial Ratios at end Year 1
5.10 Financial Sensitivity Analysis
5.11 Financial Controls
5.12 Physical Assets
5.13 Bank Loan Requirement and Security Profile
6. Operational Plan
6.1 Suppliers
6.2 Legislation Issues
6.3 Taxation
6.4 Legal Issues



6.5 Management of Intellectual Assets
6.6 Judgements
6.7 Litigation
6.8 Action Plans
6.9 Corporate Governance
6.10 Business Values
7. Risks
7.1 Management Vulnerability
7.2 Business Instability
7.3 Business Planning
7.4 Record-Keeping
7.5 Loan Non-Repayment
7.6 Stock
7.7 Suppliers
7.8 Debtors
7.9 Contingent Liabilities
7.10 Barriers to Entry
7.11 Seasonal Fluctuations
7.12 Financial Sensitivity
7.13 Other Risks
8. Conclusion

14. OTHER SMME SERVICE PROVIDERS

TEP works alongside other SMME service providers in trying to assist SMME
entrepreneurs, readily directing entrepreneurs to those service providers where the
services required fall outside the scope of TEP services.

Examples of other such service providers include:

Khula Enterprise Finance (a service unit of the Department of Trade and Industry)
Preparation of business plans for loan finance to a bank and mentorship services

Telephone 012 394-5560 or toll free 0800 11 88 15
Website www.khula.org.za




Umsobomvu Youth Fund: Business Development Services Voucher Programme
Provision of business support services to entrepreneurs between the ages of 18 and
35. Services include:
- Accounting and bookkeeping
- Branding and design of business forms
- Business plan development
- Tendering support
- Business administration and financial administration
- Business process re-engineering
- Business feasibility and due diligence
- Legal services
- Marketing plan development
- Web design for marketing purposes

Call Centre 08600 96884
Website www.uyf.org.za

15. CHARACTERISTICS OF A FINANCIALLY SUCCESSFUL BUSINESS

A business plan is only the beginning of the process of building a successful business.
Much will depend on your passion for success. The characteristics of a financially
successful business usually include the following:

1. Profitable
2. Positive cash flow
3. Well structured balance sheet
4. Adequate return to owner
5. Loans repayable from trading cash flow
6. Good working capital management

16. PROFILE OF A SUCCESSFUL ENTREPRENEUR

Banks look very closely at the “jockey” and will assess the overall fighting spirit
and integrity of the entrepreneur. Do you have the characteristics of a potentially



successful entrepreneur?
Characteristics such as:

High energy, health and emotional stability
Goal orientated
Sense of urgency
Status (less important than achievement orientation)
Moderate risk taker
Creative and innovative
Ability to deal with failure and overcome problems
Enthusiastic
Self control
Self confident
Realistic
Need for control (i.e: not good at delegating)
Hungry for accomplishment
Support of family

17. WHAT DO BANKS LOOK AT WHEN CONSIDERING A LOAN?

Most banks have some form of credit model or process that they use as a general
starting point when evaluating loan applications. This is the “bank speak” (similar to
“doctor speak” or “lawyer speak”, for example). Many bankers speak of the “5 Cs”–

The “5 Cs”

1. Character

“Who are you?” – Banks lend to people not to plans. Plans support people. The key to
the success or failure of the business is the owner.

2. Capacity

“Why is the business financially viable?” The financial projections of the business
should be realistic and show that the business will be profitable and cash positive.



3. Content

“Where will the money go?” What will the money be used for and how will it be
repaid?

4. Contribution

“What can you bring to the party?” The entrepreneur will be expected to contribute t
least 25% of the total start-up capital required and thus have a vested interest in the
success of the business.

5. Collateral

“What will happen if the business fails?” A banker would also, in most instances,
require security or collateral to secure the amount to be financed.

18. BUSINESS PLAN FEES

Typically, fees charged by business plan service providers range from R6,000 to
R12,000 but could be much higher depending on the complexity of the business
plan.

Please refer to the TEP “Let’s do Business Toolkit” for information on how TEP can
further assist with the development of Business Plans.

19. EXAMPLES OF FINANCIAL CALCULATIONS

Some examples of important financial calculations are shown below:

1. Mark-Up Percentage (%)

Gross Profit x 100/Purchases (or Cost of Sales)




2. Gross Profit Percentage (%)

Gross Profit x 100/Sales

3. Expenses Percentage (%)

Expenses x 100/Sales

4. Net Profit Percentage (%)

Net Profit x 100/Sales

5. Current Ratio

Current Assets/Current Liabilities

6. Level of External Debt to Total Assets Percentage (%)

(Long Term Debt plus Short Term Debt) x 100/Total Assets




Notes:




Notes:

The information contained in this booklet is of a general nature and should not be construed as
constituting legal or other professional advice, nor should it be relied on as a substitute for legal or other
professional advice. Readers seeking more information or advice are strongly advised to seek professional
advice should it be necessary.

The processes that are recommended in this publication are as accurate as possible at the time of going
to press. Processes may, however, change with time and/or from province to province. Following a process
recommended in this book may, therefore, not always be the exact one for your needs. This publication is,
nonetheless, intended to be of as much assistance and guidance as possible.

CONTACT DETAILS

Gauteng Free State
Head Office Regional Representative :
Physical Address : Ceder Investments CC
Woodmead Business Park, 145 Western Service Road, Physical Address :
Woodmead, Johannesburg 78 Victoria Road, Unit 2, Willows, Bloemfontein
Postal Address : Postal Address :
P O Box 409, Wendywood, 2144 P O Box 32347, Fichardt Park, Bloemfontein, 9317
Telephone : 011 804 5750 Telephone : 051 444 0070 or 086 110 5845
Fax : 011 802 8448 Fax : 051 444 0579
Email : info@tep.co.za Email : freestate@tep.co.za

KwaZulu-Natal Northern Cape
Regional Representative : Regional Representative :
Golden Spot Trading 664 CC Ceder Investments CC
Physical Address : Physical Address :
2nd Floor, Tourist Junction Building, 3 Chapel Street, Kimberley
160 Pine Street, Durban Telephone : 053 832 2799
Postal Address : Fax : 053 832 3006
P O Box 6573, Zimbali, 4418 Email : ncape@tep.co.za
Telephone : 031 305 7006
Fax : 031 301 7912 Eastern Cape – Port Elizabeth
Email : kzn@tep.co.za Physical Address :
108 Tourism Centre, Cnr Walmer Boulevard,
Western Cape Mitchell Street, South End
Regional Representative : Telephone : 041 582 2150
African Equations CC Fax : 041 582 2234
Physical Address : Email : pe@tep.co.za
Ground Floor, I.L. Rosenberg House,
80 Jordaan Street, Cape Town, 8001 Eastern Cape – East London
Postal Address : Physical Address :
P O Box 16649, Vlaeberg, 8018 59 Western Avenue, Sanlam Park, Vincent
Telephone : 021 422 0203 Telephone : 043 727 0480 or 011 832 2014/5
Fax : 021 422 0220 Fax : 043 727 1002 or 011 832 2030
Email : wcape@tep.co.za Email : eastlondon@tep.co.za

Mpumalanga Limpopo
Regional Representative : Physical Address :
Silulu Investment Services (Pty) Ltd Standard Bank Building, 49 Landdros Mare,
Physical Address : 14 Henshall Street, Nelspruit Polokwane
Postal Address : P O Box 2270, Nelspruit, 1200 Telephone : 015 295 7287 or 011 832 2014/5
Telephone : 013 752 2300 Fax : 015 295 7294 011 832 2030
Fax : 013 752 3496 Email : limpopo@tep.co.za
Email : mpumalanga@tep.co.za
North West
Physical Address :
2 Joule Street, Industrial Site, Mafikeng, 2745
Postal Address : P O Box 130, Mafikeng, 2745
Telephone : 018 381 1660 or 011 832 2014/5
Fax : 018 381 1667 or 011 832 2030
Email : northwest@tep.co.za

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Tep business planning in tourism